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Increasing transparency regarding material and energy flows and the respective costs; Supporting organizational decisions in areas such as process engineering, production planning, quality control, product design and supply chain management; Improving coordination and communication on material and energy use within organizations.
Material flow accounts provide information on the material inputs into, the changes in material stock within, and the material outputs in the form of exports to other economies or discharges to the environment of an economy. Material flow accounting can be used in national planning, especially for scarce resources, and also allows for forecasting.
When combined with an assessment of the costs associated with material flows this business-oriented application of MFA is called material flow cost accounting. MFA is an important tool to study the circular economy and to devise material flow management. Since the 1990s, the number of publications related to material flow analysis has grown ...
An important part of standard cost accounting is a variance analysis, which breaks down the variation between actual cost and standard costs into various components (volume variation, material cost variation, labor cost variation, etc.) so managers can understand why costs were different from what was planned and take appropriate action to ...
In business economics cost breakdown analysis is a method of cost analysis, which itemizes the cost of a certain product or service into its various components, the so-called cost drivers. The cost breakdown analysis is a popular cost reduction strategy and a viable opportunity for businesses.
Activity-based management (ABM) is a method of identifying and evaluating activities that a business performs, using activity-based costing to carry out a value chain analysis or a re-engineering initiative to improve strategic and operational decisions in an organization.
In materials management, ABC analysis is an inventory categorisation technique which divides inventory into three categories: 'A' items, with very tight control and accurate records, 'B' items, less tightly controlled and with moderate records, and 'C' items, with the simplest controls possible and minimal records.
Activity-based costing was later explained in 1999 by Peter F. Drucker in the book Management Challenges of the 21st Century. [11] He states that traditional cost accounting focuses on what it costs to do something , for example, to cut a screw thread; activity-based costing also records the cost of not doing , such as the cost of waiting for a ...